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KEYZINE: An e-zine for LEADERS:
ABOUT THE PEOPLE PART OF BUSINESS
             Volume 19, October 2002
    Publisher: © Key Associates, LLC , 2002
http://www.mkkey.com

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This Issue: "Lean Does Not Have to Be Mean"

Contents:

• What's Hot in Leadership
• Maintaining Yourself as a Leader
• Frequently Asked Questions from Leaders
• Educational Opportunities
• Useful Websites
• Articles/Publications

"Waste not, want not."
                                           -Practical Wisdom

" Some see the cup as half empty.  Some see the
cup as half full.  Good turnaround people say
there's too much glass."
               -TA Artists saying per Andy Lasser

"Thrift is too late at the bottom of the purse."
                                                            -Seneca

"A penny saved is a penny earned."
                                                          -Proverb

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WHAT'S HOT IN LEADERSHIP
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EXAMINING EVERY ORGANIZATIONAL
PRACTICE FOR WAYS IN WHICH IT ADDS 
VALUE (OR NOT).  ELIMINATING THE
NON-VALUE-ADDED.

DEFINING VALUE FROM THE CUSTOMER'S
VANTAGE POINT.  SEEKING TO WIN AND
RETAIN CUSTOMERS BY CONTINUALLY 
DELIGHTING THEM.

REMOVING "CRUD"-- COMPLEXITY, 
REDUNDANCY, UNNECESSARY STEPS,
AND DELAYS --FROM WORK PROCESSES,
WITH THE HELP OF PEOPLE WHO WORK IN 
AND UNDERSTAND THOSE PROCESSES.

BECOMING WISE STEWARDS OF PRECIOUS
RESOURCES.

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MAINTAINING YOURSELF AS A LEADER
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If you truly believe what is said--that 40-60% of 
our budgets are filled with waste--doesn't it
behoove you to cleanse your organization?  What 
if you conducted a campaign to reduce waste
across the board.  Starting in your own office.  
Questioning WHY do we do this?  WHO uses
this?  WHAT do they really need from me?
Challenging everyone to remove one piece
of CRUD every day--meetings, paper, 
time-wasters.  Model the way.  Celebrate
with a burning ceremony (some have included
their Policies & Procedures manuals in this).

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FREQUENTLY ASKED QUESTIONS
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Where do I begin?

Your employees and customers know which 
processes are broken, cumbersome, needlessly
complex and are total displeasers.  Mine this 
database.  Ask them.

What are the most helpful tools in this undertaking?

People must understand two things: (a) how to map 
Work as a Process and (b) how to identify the Customer(s)
of a process and determine their requirements.
Only then can they chart processes and begin to
identify the non-value-added (NVA) parts.  We use
a VA/NVA Flowcharting tool.

What is "non-value-added"?

Some examples are:

• a step resulting from something that went wrong
• a correction ( a do-over, rework)
• an anticipation of some thing that could go wrong
  (pre-inspection)
• defects, errors, omissions
• waiting--for inspection, approval, for the next step
• non-essential steps to deal with defects, errors, 
  omissions, waste, storage
• steps needed to conduct the "business" of the
  organization )not to meet customer needs
• steps with no purpose
• unclear steps

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EDUCATIONAL OPPORTUNITIES
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Join us in learning these tools in Key Associates'
Creative Tools and Methods for Innovation

GOAL/QPC has an excellent resource for 
additional tools, "The Lean Enterprise Memory Jogger."  
Visit http://www.goal.qpc.com/lean.htm .

Register for workshops or buy practical workbooks 
that answer the questions many of you have about 
implementing lean: http://www.lean.org/ 

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OTHER USEFUL WEBSITES 
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In the Lean Forum's  interactive website, access 
one minute lessons, case studies, working papers, 
books, and each other.  http://leanforum.bus.utk.edu/

Understand the lexicon of lean:
The value stream, flow, pull, perfection, vital few,
empowered participants, measure, transparency, swift change.
http://www.jdiassociates.com/pages/ideas.html

A page of Lean Links:
http://www.jdiassociates.com/pages/links.html

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ARTICLES/PUBLICATIONS                              
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Davis, John W.  Leading the Lean Initiative:
Straight Talk on Cultivating Culture and Buy-in.
Productivity Press, Inc., 2001.

Gordon, Pamela JJ.  Lean and Green: Profit for 
Your Workplace and Environment.  Berrett-Koehler, 
2001.

Herman, Roger E.  Lean and Meaningful:
A New Culture for Corporate America.  Oak Hill
Press, 1998.

Holbeche, Linda.  Motivating People in Lean Organizations.
Butterworth-Heinemann, 1998.

Lewis, Audie G. Streamlining Healthcare Operations:
How Lean Logistics Can Transform Healthcare 
Organizations.   John Wiley & Sons, Inc., 2001.

Liker, Jeffrey K. Becoming Lean: Inside Stories of
U.S. Manufacturers.   Productivity Press, Inc., 1998.

Milgate, Michael .  Alliances, Outsourcing and
the Lean Organization.  Greenwood Publishing Group,
2001.

Worthy, James C., Moore, David G. (Ed.) & 
Greenwood, Ronald G. (Ed.)  Lean But Not Mean:
Studies in Organization Structure.   University of
Illinois Press, 1994.

Wright, Lesley & Smye, Marti.  Corporate Abuse: 
How "Lean and Mean" Robs People and Profit.  
MacMillan, 1996.